BUSN-0211-3

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BUSN-0211 - ACC - Operations Management Bhagwan Singh Robertson College Fasih Ahmad 2 nd August, 2023 1
Table of Contents Question 1 ............................................................................................................................................. 3 Question 2) ............................................................................................................................................ 9 References ........................................................................................................................................... 10 2
Question 1 3
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A.) Takt Time = Total Available Time / Customer Demand Step 1: Total Available Time The clinic operates from 8 a.m. to 4 p.m., which is 8 hours in total. Step 2: Customer Demand On an average day, the clinic sees between 88-90 patients, out of which 85 percent (approximately 75 patients) need labs. Step 3: Calculate Takt Time Takt Time = 8 hours (480 minutes) / 75 patients Takt Time ≈ 6.4 minutes per patient So, the takt time is approximately 6.4 minutes per patient. This means that, on average, the clinic should aim to serve each patient in approximately 6.4 minutes to keep up with the patient demand and maintain efficient operations. B) To find the total lead time , we need to sum up the processing time and waiting time for each patient. Based on the observations, here is the breakdown: 4
Step Processing Time (minutes) Waiting Time (minutes) Patient Registration Not specified Not specified MA records weight and height 2 0 MA walks patient to exam room 1 0 MA checks vital signs 3 0 MA records patient information 2 0 MA enters information into the computer 5 0 Doctor reads patient notes 2 0 Doctor conducts H&P and prescribes labs 12 0 Patient waits for lab 0 24 Technician draws blood 4 0 Patient waits to find exam room 0 5 Doctor goes over reports and prescribes medications 5 0 Patient at check-out window 5 0 Total 38 29 Total Processing Time: 2 + 1 + 2 + 5 + 2 + 12 + 4 + 5 + 5 = 38 minutes Total Waiting Time: 24 + 5 = 29 minutes Total Lead Time = Total Processing Time + Total Waiting Time = 38 + 29 = 67 minutes So, the total lead time, which includes both processing and waiting time for a patient from arrival to departure, is approximately 67 minutes. 5
3 To calculate the total value-added and non-value-added time , we need to identify which steps in the process add value to the patient and which ones do not. Value-added time is the time spent on activities that directly contribute to meeting the patient's needs, while non- value-added time refers to the time spent on activities that do not add any value to the patient. Based on the information provided in the case study, we can classify the steps as follows: Value-Added Time: - MA records weight and height - MA walks patient to exam room - MA checks vital signs - Doctor conducts H&P and prescribes labs - Technician draws blood - Doctor goes over reports and prescribes medications Non-Value-Added Time: - Patient waits for lab - Patient waits to find exam room 6
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Total Value-Added Time = 2 + 1 + 3 + 12 + 4 + 5 = 27 minutes Total Non-Value-Added Time = 24 + 5 = 29 minutes The total value-added time is 27 minutes, and the total non-value-added time is 29 minutes. D)The VA/NVA percentage represents the proportion of time spent on activities that add value to the patient (Value-Added time) compared to the time spent on activities that do not add value to the patient (Non-Value-Added time). To calculate the VA/NVA percentage, we can use the following formula: VA/NVA percentage = (Total Value-Added Time / Total Non-Value-Added Time) * 100 Using the values we calculated earlier: Total Value-Added Time = 27 minutes Total Non-Value-Added Time = 29 minutes 7
VA/NVA percentage = (27 / 29) * 100 = 93.10% So, in this case, approximately 93.10% of the time spent in the clinic is considered value- added, while the remaining 6.90% is non-value-added time. 8
Question 2) To improve the system: 1 Proper navigation to registrar 2 Streamline patient registration process. 3 Train staff for efficient EHR utilization. 4 Improve supply management for quicker access to resources. 5 Optimize lab processes to reduce waiting times. 6 Encourage doctors to complete notes promptly. 7 Standardize workflows for consistency. 8 Regularly monitor and analyze data for further improvements. 9
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References 1 Digrams designed through https://www.figma.com 2 McGraw Hill Connect. (2021). Operations Management in the Supply Chain: Decisions and Cases (8th ed.). Pages 445-448 10